Doing the Best With What We Have

Simas, Tiffany A. Moore; Magee, B. Dale; Delpapa, Ellen

doi:10.1097/mlr.0000000000000074

Cited by 2 publications

(2 citation statements)

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“…Studies of the healthcare sector have shown higher exit rates following implementation of new workflows 10 and hospital mergers across occupational groups regardless of employee health. 11 Also, higher exit rates have been found, especially among senior employees, following merger of computer companies 9 in line with other findings of higher rates of voluntary early retirement among senior employees exposed to various types of reorganisation.…”

Section: Introductionmentioning

confidence: 99%

Dual impact of organisational change on subsequent exit from work unit and sickness absence: a longitudinal study among public healthcare employees

et al. 2018

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ObjectivesWe investigated work-unit exit, total and long-term sickness absence following organisational change among public healthcare employees.MethodsThe study population comprised employees from the Capital Region of Denmark (n=14 388). Data on reorganisation at the work-unit level (merger, demerger, relocation, change of management, employee layoff or budget cut) between July and December 2013 were obtained via surveys distributed to the managers of each work unit. Individual-level data on work-unit exit, total and long-term sickness absence (≥29 days) in 2014 were obtained from company registries. For exposure to any, each type or number of reorganisations (1, 2 or ≥3), the HRs and 95% CIs for subsequent work-unit exit were estimated by Cox regression, and the risk for total and long-term sickness absence were estimated by zero-inflated Poisson regression.ResultsReorganisation was associated with subsequent work-unit exit (HR 1.10, 95% CI 1.01 to 1.19) in the year after reorganisation. This association was specifically important for exposure to ≥3 types of changes (HR 1.52, 95% CI 1.30 to 1.79), merger (HR 1.29, 95% CI 1.12 to 1.49), demerger (HR 1.41, 95% CI 1.16 to 1.71) or change of management (HR 1.24, 95% CI 1.11 to 1.38). Among the employees remaining in the work unit, reorganisation was also associated with more events of long-term sickness absence (OR 1.15, 95% CI 1.00 to 1.33), which was particularly important for merger (OR 1.31, 95% CI 1.00 to 1.72) and employee layoff (OR 1.31, 95% CI 1.08 to 1.59).ConclusionsSpecific types of reorganisation seem to have a dual impact on subsequent work-unit exit and sickness absence in the year after change.

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Section: Introductionmentioning

confidence: 99%

Dual impact of organisational change on subsequent exit from work unit and sickness absence: a longitudinal study among public healthcare employees

et al. 2018

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“…A second limitation of the use of administrative data to ascertain quality measures is that trends in coding may differ systematically by hospital, and due to the unequal distribution of racial/ethnic groups by hospital, could bias our findings. Despite these known limitations to administrative data, 36 , they are an important source of data for population-based trends in health care disparities because hospital survey data on obstetric quality measures generally are not reported by any subpopulations such as race/ethnicity, nor are they usually of sufficient sample size to do so. Finally, New York City is a unique population and thus it is unclear the extent to which our results are generalizable to all US populations.…”

Section: Discussionmentioning

confidence: 99%